The Great Gatsby Summary

Part One Pascale, Millemann, and Gioja (2000) begin by discussing the dangers of equilibrium. On the surface, equilibrium seems positive. All companies and schools strive for equilibrium. Many positives come from a balanced environment where everything is in sync. The problem, according to Pascale et al. (2000), is that coping mechanisms can become atrophied when they are not used. Equilibrium suggests a status quo. The example regarding IBM offers a prime example of what happens when a company enjoys equilibrium for an extended period of time. Our world is constantly evolving. If a company or school doesn’t keep up, it will die. Pascale et al. (2000) equates the need for change to Darwin’s Theory of Natural Selection. “There are

(2000) discuss the importance of learning to surf on the edge of chaos. At first glace, the word chaos is viewed as something to avoid. It is the word “edge” that changes the meaning and adds a different perspective. As discussed in part one, constant equilibrium means eventual death. Likewise, complete chaos will result in the demise of the business or school. Surfing on the edge allows a business or school to evolve without falling into complete disarray. Pascale et al. (2000) states, “The edge is not the abyss. It’s the sweet spot for productive change” (p. 61). Finding the edge can be difficult, and many leaders are apprehensive about moving a company or school away from the comforts of equilibrium and into regions of change. Pascale et al. (2000) offers three distinctions of science to help navigate near the edge of

According to Pascale et al. (2000), leaders will likely meet extreme opposition if they attempt to over direct outcomes. In my opinion, this is the most important take-away. I have served under leaders who operated this way, and the results were always negative. Leaders must work to include stakeholders in the decision-making process whenever possible. In the end, they may have to make a final determination on how to progress, but it is vital to receive input and encourage stakeholders to participate in the planning and development stages.
5. “If we relinquish the view of living systems as controllable and predictable, we are led to accept that rewards alone do not direct, inspire, or motive behavior in the way we would wish” (Pascale et al., 2000, p.159). The entire section on rewards was very informative. I have always viewed rewards as a positive addition to any plan. I can now see that although rewards have their place, they should not be used to gain support for plans involving significant